As we celebrate the 36th Anniversary of the Advertising Association of Nepal (AAN) and Ad Day 2026, I find myself reflecting on a question that has stayed with me throughout my career:
Why do we continue to underestimate the value of brand marketing and advertising talent?
After spending over 25 years in this profession, I have seen remarkable growth in Nepal’s business landscape. New brands have emerged, industries have expanded, technology has transformed communication and consumers have become more informed. Yet one challenge continues to persist.
Many businesses understand the importance of products, technology, distribution, finance and operations. Far fewer truly understand the value of brand building and the talent required to make it happen.
Great brands are not accidents. They are built by people. People who spend years learning how consumers think, how markets evolve, how culture influences behavior and how businesses can create meaningful differentiation.
The common assumption is that advertising is about making advertisements. The reality is very different.
Behind every successful brand lies a combination of consumer insight, strategy, creativity, communication, psychology, culture, data, design, storytelling and business understanding. Great brands are not accidents. They are built by people. People who spend years learning how consumers think, how markets evolve, how culture influences behavior and how businesses can create meaningful differentiation.
Unfortunately, this expertise is often underestimated in Nepali businesses.
Many professionals in our industry have experienced situations where their value is questioned before it is understood. Compensation discussions focus on cost rather than contribution. Creative thinking is treated as an expense rather than an investment. Expertise is appreciated only after it has been validated elsewhere. As a result, many talented professionals become discouraged. Some leave the industry. Others leave the country. Many never reach their full potential.
Creative thinking is treated as an expense rather than an investment.
This is not just an industry problem. It is an economic problem. Strong brands create demand. Demand drives business growth. Business growth creates employment. Employment strengthens the economy. In other words, investing in brand building is not merely a marketing decision. It is a growth decision.
The value of brand building is visible across the world. Countries that have invested in strong brands have not only created successful companies but have also generated employment, exports, tax revenues and national pride. India has built globally recognized brands across technology, telecommunications, FMCG and consumer services. These brands have created billions of dollars in value and helped position India as a global business hub today.
There are numerous examples across South Asia where organizations have built enduring brands by investing not only in products and distribution but also in marketing capability. Equally, Nepal has begun to witness a homegrown energy drink brand outperform the global category leader by empowering young marketing professionals, embracing new thinking and creating a culture where talent is trusted to lead. These examples remind us that brand success is rarely a function of budget alone. It is often a reflection of the quality of talent behind it.
The encouraging news is that Nepal does not lack talent.
In fact, many young Nepali professionals are already contributing to regional and global projects staying in Nepal. They are proving every day that our talent can compete on a global stage. The question therefore, is not whether Nepal has talent. The question is whether our ecosystem is doing enough to recognize, nurture, reward and retain that talent.
Building a stronger ecosystem requires participation from everyone: advertisers, agencies, media, content creators, academia, industry bodies, government stakeholders and consumers.
No single organization can solve this alone. The future of our industry will depend on how well we collaborate, share knowledge, celebrate excellence, mentor young professionals and create opportunities for growth.
If we cannot build the fast lane immediately, we can at least help lay the road.
As someone who has dedicated much of my professional life to this industry, I remain optimistic. Progress may be slower than we like. Change may not happen overnight. But I believe we have a responsibility. If we cannot build the fast lane immediately, we can at least help lay the road.
And perhaps that is the most important responsibility of our generation: To leave behind a stronger ecosystem for the next generation than the one we inherited.
Note: These are my personal views shaped by my experiences, observations and continued belief in the potential of Nepal’s advertising and brand marketing industry.
Ujaya Shakya is First Vice President of the Advertising Association of Nepal (AAN), Founder of Outreach, and author of Brandsutra 2.0.
